The corporate brand association base

Abstract

Purpose -The purpose of this paper is to analyze and discuss the strategic positioning of associations that can be established between a corporate brand and entities in its surrounding network such as brands, product categories, persons, places and institutions. Design/methodology/approach -A semiotic approach is used to describe image transfer processes between the corporate brand and other entities. The paper provides a structure to leverage the corporate brand in different product market contexts. Findings -The paper offers the "corporate brand association base model" as a conceptual framework for brand-to-brand collaboration. The model structures how a corporate brand can develop more expansive brand architecture through transfer of image from sources of brand equity in the internal brand hierarchy and surrounding brand network. Practical implications -A useful source for brand managers in the process of co-positioning corporate brands and assessing risks, in relation to brands, product categories, persons and institutions. The framework will make it easier for brand managers to design strategic brand alliances. Originality/value -The value of this study is that it has presented a model that adds depth and texture to the current academic discussion of corporate brand capitalization, by introducing a balance between in-house leverage and external leverage of the corporate brand.

Enhancing data collection methods with qualitative projective techniques in the exploration of a university’s brand identity and brand image

“…It is, therefore, important for employees to understand exactly what the identity is and what it actually stands for (Roper & Fill, 2012). Uggla (2006, p. 786) points to the “fundamental core values” that are inherent to an organization which Harris and de Chernatony (2001) maintain need to align with those of employees, as the way in which they behave will either reinforce or weaken the brand’s values.…”

Managing higher education brands with an emerging brand architecture: the role of shared values and competing brand identities

“…However, most authors agree that brand architecture is the way in which product brands and corporate brands relate (Aaker & Joachimsthaler, 2000;Muzellec & Lambkin, 2008). By providing a structure to brand management, profitability and efficiency can thus be enhanced (Uggla, 2006).…”

“…Organisation's businesses and products endorsed by the corporate brand (Aaker & Joachimsthaler, 2000) with common identity Reduced risk as 'Master' brand plays less dominant role than that of sub-brands (Hsu, Fournier & Srinivasan, 2015) Sub-brands Similar to endorsed brands stretching across products and markets with new and different offerings (Uggla, 2006) 'Master' brand more closely associated to sub-brands More risk as allows 'Master' brand to compete in markets than would otherwise be the case (Hsu et al, 2015)…”

“…Single 'Master' brand Unites company and its business and products with a common identity (Uggla, 2006) Risk as entire company exposed (Muzellec & Lambkin, 2008)…”

The Effects of Corporate Social Responsibility (Csr) on Corporate Brand Positioning

“…argue that corporate social responsibility involves going beyond the legal requirements. By investing in corporate social responsibility, corporations can secure competitive advantages, financial benefits (Luo and Bhattacharya, 2006), build brand awareness (Hoeffler and Keller, 2002) and create brand legitimacy (Luo and Bhattacharya, 2006;Uggla, 2006;Vaaland et al, 2008;Werther Jr and Chandler, 2005), which can in turn strengthen the relationship of stakeholders with the corporate brand. However, few corporations fully leverage the brand building opportunities that corporate social responsibility offers (Blumenthal and Bergstrom, 2003).…”